Fixing Jio's broken People Model & building it's Competitive Advantage !!



Building Competitive Advantage in Jio's People Model

The Brew did a wholesome analysis on the state of People Model at Jio, basis the data available in public domain (qualitative datasets from GlassdoorFactorDaily etc & quantitative datasets from Linkedin) and came to following inferences.

It must equally be noted, that while Jio does have a competitive advantage in the telecom industry, it’s self-prognosis of being a digital company (with an ecosystem of Apps, Hardware & a Digital powered life, all enabled through the telecom advantage) will equally need a similar will, drive and commitment to develop another Competitive Advantage in it’s People – Talent – Culture – Capability - Innovation Model, to throttle at nth G pace (where G is a unit of network speed, and not the grounding force of gravitation).

Key to extending the business competitive advantage to People – Talent – Culture – Capability – Innovation model is elaborated as herewith:
  a) The Talent Management apparently seems broken in the existing operating model (inferred from Glassdoor dataset), fixing it would improve the Talent Potential – Talent Utilization – Talent Yield ratio, and as well be a major contributor to the quick scale – ups and high growth trajectory in an organic contribution.   
   b) The People Model seems disjoint and unaligned (inferred from Linkedin dataset), fixing it will definitely improve the motivation – satisfaction – longevity – productivity metrics enabling optimizations to Employee Life time value.
  c) Instilling a Culture basing on Entrepreneurship, Digital Disruption, Excellence, Innovation, Frugality & Consumer Centricity to enable Jio, a thriving force with seeming potential to higher disruptions.
  d) Aligning Core Competence to Organizational Competence enabling Jio to be a continuing sustainable disruptionary force in its evolution.
  e) Startup, Startup, Startup !! Cultivating the Startup mindset, enabling higher agility, speed & rate of change – the making of a Good to Great ‘Startup’.

a) The broken Talent Management Model at Jio: The Brew sampled approx. 80 Company reviews from Glassdoor of Managerial cadres at Jio, starting from Assistant Manager (usually around 4 – 5 years of experience) to Senior Manager level (usually around 6 – 9 years of experience), with a mix of Existing & Former Employees and mentioned below were the findings. The reason to select the Managerial levels was because of its tenured industry experience, which helps in normalizing the expectations to realism, with controlled shades of bias & acceptance.
Composition of Sample set basis Designation
Count of Designation
Column Labels
Row Labels
Current
Former
Grand Total
Asst. Manager
8
3
11
Dy. Manager
5
2
7
Manager
23
9
32
Senior Manager
24
5
29
Grand Total
60
19
79

Average Tenure Designation wise for Former & Current Employees
Average of Tenure at Jio (Years)
Column Labels
Deviation (Current – Former)/Former
Row Labels
Current
Former
Grand Total
Asst. Manager
1.5
1.0
1.4
50%
Dy. Manager
1.4
1.0
1.3
40%
Manager
2.7
2.8
2.7
-5%
Senior Manager
3.1
1.4
2.8
120%
Grand Total
2.6
1.9
2.4
 
It’s important to note the variance of tenure for different designations, the turnover class makes considerably less time investment before moving out, equally, the vertical movement in the Current category has been minimal, inspite of organization growing at more than 20 % in the overall headcount over last 2 years cumulative, indicative of the seemingly broken Talent Management model and practices. 

Another indicative metric to Alignment to Purpose, in Glassdoor is Positive Outlook, essentially capturing the inclinations towards the firm’s purpose and it’s way to achieve it. For Jio, as presented below, it turns out to be quite uninspiring, for supposedly an overwhelming force on path to reshape the Indian Digital Story. 
                                                                Degree of Alignment to Purpose
Count of Aligned to Purpose
Column Labels 
Row Labels
No
Yes
Grand Total
Asst. Manager
6
5
11
Dy. Manager
4
3
7
Manager
14
18
32
Senior Manager
11
18
29
Grand Total
35
44
79

Recommends on Glassdoor, another indicative metric, similar to Net Promoter Score, but for Employees who would recommend the peers in their network, to rub shoulders at their workplace bears a picture similar to Alignment to Purpose one.
                                                                Net Promoter Score for Employees
Count of Recommends
Column Labels
Row Labels
No
Yes
Grand Total
Asst. Manager
3
8
11
Dy. Manager
4
3
7
Manager
13
19
32
Senior Manager
12
17
29
Grand Total
32
47
79

Overall, when read the summarizations of workforce sentiments (presented below), along with the quantitave datasets above, the realization of Jio being in the interim of PCMM level 2 & 3 sinks in to reality. Vague Performance Management, Workload distribution, self – manufactured & inflicting chaotic state to work completions attributed to tasks rather than outcomes / objectives & out of sync motivational levers help us build the jigsaw to the larger picture of Jio’s internal state.

b) Disjoint & Unaligned People Model: While the above inferences pertain as much to Talent Management, as much they reflect a similar scenario to the People Model, but a deep dive here shall do us good in terms of People Sentiments – Motivation – Engagement – Behavioral traits of the workforce ambience and ecosystem.

Along with the above categorical variables, we did the text analysis of the Pros and Cons that are captured by Glassdoor with respect to Jio as workplace, and these were the core findings:
Wordcloud for the Pros comments of the above sample space

For a startup of this kind, ideally, wordcloud should have had higher attributions to Growth, Challenges, Work Fulfillment, Higher degree of flexibility and experimentation etc., however from what’s apparent above, the startup philosophy of operating is definitely a myth at Jio.

Of the Pros, the Emotional Sentiment Analysis (Disgust, Sadness, Fear, Anger, Surprise, Joy, Anticipation and Trust - 8 basic universal emotions conveyed by humans in all cultures.) looks on the positive side with a very high Trust element – finally some Reliance somewhere and respite to Jio, atleast in the sentiments expressed, but these need to culminate in the actions and outcome favorable to both, employees and organization. 
On the other side, the wordcloud for Cons appears as below:

And the Emotional Sentiment for it as:

Quoting from Firstpost read on Jio’s workforce scaling plans for this year (link), the firm’s overall turnover rate is around 18 % (on a workforce just shy of 160k), with its core driving areas of Sales & Technical hitting the highest of 32 %. This is only expected to get higher, as entire People Model will be subjected to a high stress test, given that Jio aims to grow by around 50%  in 2018, that cumulated with attrition, means the firm has to grow by more than 70% to account for its workforce planning. It is beyond a high time for Jio in fixing what’s discussed here, along with improving Organizational Effectiveness.

In terms of People metrics, Jio has been in operations since 2010, however the average tenure of workforce is around 2.2 years (data from Linkedin Insights), which as compared to Airtel’s, Vodafone’s & Idea’s workforce breaching the 6 years of average tenure (this despite, that each of these players witnessed a 1 – 3 % percent shrinkage in workforce over last years, in period of 2016 to 2018) is not just alarming, but as well a perfect grounds for uneven talent wars between new player and other mature folks. Infact the People Model at Airtel & Vodafone seems to be in much better shape (an inference drawn from Glassdoor’s review, again!!), seeming to have an edge in retaining the talent, while Jio squanders with its human capital, despite it having potential to built a strong people – talent  - culture – capability ecosystem.

Equally, from Linkedin Insights, what was worrying in terms of organizational composition was the  Administrative function’s growth rate of 19 % over last 1 year (with Jio growing at 21 % over 2 year period), this somewhere is indicative of the functions operating in silos, lesser human – technology arbitrage, along with the high degree of manual rule based work.

c) Culture, Context & Institutionalization: The Brew, highly recommends Jio to build a context and culture of high relevance basing on Entrepreneurship, Digital Disruption, Connectedness, Excellence, Frugality & Consumer Centricity enabling Jio, in to a thriving force with seeming potential to higher disruptions. This calls for redesigning of entire Talent Management & People practices & structure promoting these behaviors & capabilities across all levels of workforce, including leadership and management.

From the Company reviews of folks in Management capacity, it seems the culture, presently is more focused internally with tight controls, however the key post defining the context is evolve it towards external focus (closer alignment to consumer needs, consumer experience & competition) with a higher flexibility and empowerment.  

d) Core Competence, Organizational Competence & Collective Competence: While Jio’s core competence stems predominantly from 3 factors – deploying future proof technology, scale dissemination and ready availability of huge corpus mobilization to realize its objectives – its Organizational competence stems from it being a Digital company, deploying an entire ecosystem to consumers (right from Apps, Hardware, Software & Digital connectivity), it’s Collective competence, which imperates highly from the workforce capabilities, should have high inclinations to creating digital disruptions in existing domains across an ecosystem of its offerings, digital innovations in newer domains creating a broader ecosystem along with playing on scale, frugality & higher consumer centricity.

There needs to be high alignment between Core, Organizational and Collective Competence to enable a synchronous & symbiotic value addition to internally as well in external realms.

e) Startup, Startup, Startup: Needless to put, though Jio circumvents the hard-pressed scenarios of working in water tight constraints of resource availability as is in general startup scenarios, however, the mantra is to cultivate a Startup mindset in its workforce enabling higher agility, adaptability speed & rate of change -  that should do good in its making of a Good to Great ‘Startup’.

Check out The Brew’s toolbox to improve People Metrics:

Disclaimer: The views and opinions expressed in this article are those of the authors and do not necessarily reflect the official position of The Brew. Examples of analysis performed within this article are only examples. They should not be utilized in real-world analytic products as they are based only on very limited and dated open source information.
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